1. IBM Global Technology Services
Managed Business Process Services
January 2010
Smart spending: a new approach
that can help you optimize your
procurement spend

2. 2 Smart spending: a new approach that can help you optimize your procurement spend
Contents
2 Gaining more value from your procurement spend
3 1. Visibility: understanding buying opportunities
5 2. Control: improving compliance and spend manage-
ment across the enterprise
7 3. Leverage: building value from the strengths of others
10 More than savings—top-line growth
11 Conclusion
Case studies
5 Smart spending for year-to-year savings
7 Strategic sourcing helps reduce total annual spend
9 Supplier consolidation helps save on facilities services
10 Smart spending reaps new working capital
Gaining more value from your
procurement spend
Challenging economic times and intense global competition
have placed increased pressure on company balance sheets.
More than ever before, businesses are refocusing on core
activities and carefully managing cash. By natural extension,
this has led to detailed scrutiny of procurement spending with
suppliers—which can equal as much as half of a company’s
annual revenue. As pressures continue to mount, businesses
must ensure that they are realizing the optimum value from
their procurement spend or they may find themselves at a
competitive disadvantage.
Many companies are adopting a new approach that is taking
sourcing and procurement to greater levels of value. Smart
spending is a broad, multi-faceted way to manage procurement
spend; it combines sound, fundamental procurement and financial
practices with innovative techniques and greater leverage of spend
and infrastructure.
Smart spending represents the next phase in the evolution of
the procurement function by moving beyond the traditional
in-house buying and sourcing activities that have served global
commerce for many decades. Smart spending gains additional
value for businesses by strategically leveraging external capa-
bilities to complement and enhance internal procurement
functions.
Smart spending is helping transform the
way companies manage their procurement
spend, resulting in improved financial per-
formance and more competitive businesses.

3. IBM Global Technology Services 3
This comprehensive approach calls upon a variety of ways to
capture critical data from numerous sources, integrates that
data across multiple systems and uses it to synthesize action-
able real-time insights. Smart spending comprises three funda-
mental principles: visibility, control and leverage.
1. Visibility: understanding buying
opportunities
Business Benefits of Smart Spending
Enterprise Spending Activity
SMART SPENDING
• Greater savings
• Lower costs
• Stronger supplier relationships
• Improved risk management
• Top-line business growth
Visibility
Control
Leverage
Smart spending uses innovative procurement techniques, sound financial
practices and technology while strategically leveraging third-party capa-
bilities to achieve greater value from a company’s procurement spending
than it could obtain on its own.
In order to effectively manage their spend, companies must
identify what they are spending—and with whom. Sounds
pretty basic, yet many companies have incomplete information
about their spend profiles. This gap often is particularly preva-
lent for “indirect” spend (non-core goods and services such as
office supplies and travel). Indirect spend typically amounts to
10 percent to 20 percent of a company’s annual revenue and is
often purchased through a large number of local suppliers.
But visibility extends beyond merely identifying the sources
and uses of procurement spend. Also important is an in-depth
knowledge of the suppliers and the attributes of the category
marketplaces from which the goods and services are obtained.
Additionally, with the advent of a global, interconnected mar-
ketplace, the scope and tasks of this type of supplier/market
intelligence have grown increasingly more demanding. For
example, today’s procurement officers must be acutely aware
of supplier risks and social responsibilities that might affect
their buying organizations. It is no longer sufficient—or
responsible—for companies to simply buy goods and services
locally. The mandate to identify and manage global sources
has increased the complexity and expertise of the procurement
function. And, once initial savings have been realized, supplier
market intelligence becomes even more critical to drive year-
to-year savings and improvements.

4. 4 Smart spending: a new approach that can help you optimize your procurement spend
Visibility extends beyond gaining insight
into total spend; it enables insight-driven
business decisions, especially when compa-
nies team with providers that have strong
analytics capabilities in addition to rela-
tionships with global suppliers.
Together these visibility concerns represent a significant
investment of expertise and capability for any business. Better
visibility through smart spending techniques can help ease
these complex and costly buying issues with actionable insight,
often gained through the capabilities of a third-party procure-
ment and finance and administration (F&A) partner.
Using solid data to take corrective action
Businesses often invest in sophisticated tools and processes
for customer relationship management (CRM) to do in-depth
analyses of customer needs, wants and buying patterns.
Innovative procurement and finance providers should apply a
“CRM-like” approach to internal users of procurement
processes through advanced analytics. These tools and
processes identify, monitor and continuously improve savings
programs by detecting discrepancies, repetitions, redundan-
cies, errors, omissions—and opportunities.
Similarly, teaming with a provider that has a sophisticated
view of the purchasing activities of your organization—as well
as those of many others—can help you spot common themes
and patterns. It can also help you monitor the full scope of
purchases and supplier performance, with alerts for off-catalog
purchases and direction on how to improve performance. This
level of visibility enables you to identify, for example, other
areas that can be folded into procurement services to achieve
greater cost savings.
Companies often can gain better control of
indirect spend with the help of third-party
providers that have access to far more data
than they can capture on their own.
Your organization can reap added value from a provider’s
investments in these reporting and analytic tools.
IBM Business Process Services for procurement, for example,
works with its renowned research arm to delve deeper into
procurement analytics and transactional spend data—including
spending patterns, scope and trends—on a vast scale, not just
for individual companies, but across industries and organiza-
tions. And not just as a one-time project, but regularly, as a
part of an ongoing, structured, end-to-end spend management
system.

5. 5
IBM Global Technology Services
More important, you can use such data to predict outcomes—
and potentially prevent negative consequences. Visibility on
this scale allows you to put market intelligence and corrections
into place quickly, rather than weeks or months post-sourcing,
placing power in your hands to reap maximum benefit from
your provider. Yet this is only one part of a comprehensive
smart spending strategy.
Smart spending for year-to-year savings
A large American financial institution lacked an overall
corporate telecom strategy. Multiple networks operated in
isolation with multiple supply contracts. The lack of a
strategy, integrated operation or centralized procurement
process limited the client’s visibility to its spend, restrict-
ing the ability to track and reduce expenses. IBM’s solu-
tion included developing a consolidated, centralized
platform for performing moves, adds and changes,
enabling greater visibility of spending activity. Specialists
performed a spend analysis and implemented an overall
corporate telecom sourcing strategy and supporting IT
processes to leverage spending power and supplier rela-
tionship and to provide a structured supplier selection
process for immediate cost savings. The team also cre-
ated a call center to support all telecom and IT require-
ments and established standard procedures/processes to
strengthen change and control issues, and streamline
operations. The multifaceted approach led to 15 percent
savings on a year-to-year basis.
2. Control: improving compliance and
spend management across the enterprise
The second principle of smart spending—control—begins
with the comprehensive identification of appropriate purchase
and payment channels for all categories of spend. For exam-
ple, many companies have suitable controls over purchase
order (PO) processes but experience significant “leakage” of
uncontrolled spend through non-PO processes, such as credit
cards and check requests. Once companies have identified all
their spending channels, they must implement enforceable
policies and practices to manage procurement spend.
Of course, one of the best ways for businesses to save money is
to not spend it in the first place. Implementing effective poli-
cies for demand management can change spending patterns
(including avoiding spending) and result in real cash savings.
For example, IBM’s changes to its own travel policies (scaling
back the allowable class of airline seats and rental cars) quickly
resulted in tens of millions of dollars in annual savings—
savings that were instead spent on core competencies, like
research and global market expansion.
Savings on individual employee purchases
may be relatively small, but they can add
up to tidy sums (money in the bank) over
the course of a year.

6. 6 Smart spending: a new approach that can help you optimize your procurement spend
But even with spend channels identified and demand manage-
ment policies implemented, companies will not realize the full
value of potential savings without a strong compliance man-
agement program (the extent to which participants in the pro-
curement process use the policies, contracts and suppliers that
companies put in place). Companies striving to gain full value
from their procurement spending should be achieving compli-
ance levels in excess of 90 percent. But for many companies,
compliance performance (particularly for indirect goods and
services) can be dismal—with nearly half of spending being
non-compliant. This results in significant lost savings oppor-
tunities for the average firm and an unnecessary drain on cash
flow. For example, IBM’s global solution for travel expendi-
tures has enabled IBM—as well as our clients—to maintain
visibility and control over spending in order to realize the full
benefits of travel policies and sourcing strategies.
Finding cash in accounts payable leakage
Another area of compliance performance that’s coming under
increased scrutiny as a source of “hidden” cash reserves is
accounts payable. Leakages may be found in such areas as
overpayments, early payments, duplicate payments, lack of
controls over new vendor additions, billing errors, manual
processes with multiple human touch points, errors in pur-
chasers’ and vendors’ IT systems, and more.
In fact, despite IT investments in powerful, leading-edge sys-
tems for transaction processing, companies still see gaps in
tracking, accessing and updating data necessary for improved
invoice processing efficiency. Adding to the complexity are
government mandates for many industries to create additional
internal compliance and certification processes. As a result,
already-overtaxed employees become bogged down with (or
completely ignore) company policies—creating even greater
inefficiencies, increased legal exposure and cash leakages.
The financial settlement cycle encompasses related activities
of delivering POs to suppliers, processing PO and non-PO
invoices, and paying business-to-business transactions. By
automating these often manual, error-prone processes,
many organizations are achieving new levels of efficiency,
improved use of payables-related working capital and
increased compliance.
Other leakages can be identified and recovered through stan-
dardized and automated audit recovery processes, which can
return benefits in the range of 0.05 percent to 0.1 percent of
the company’s total spend. With greater visibility to procure-
ment and payables data, controls such as these can lead to
real-time recovery for current losses, as well as for revenue
leakages in the past. And they can help identify control weak-
nesses in order to implement long-term corrective actions to
reduce probabilities of revenue leakage recurring in the future.
Managing and gaining control of the end-to-end payables
cycle, especially with the help of a third-party provider with
integrated processes and specialized tools, is often a source of
a relatively swift recovery that can just as quickly infuse cash
into more productive areas. Among other benefits, third-party
partners can also use their leverage to help bring electronic
payables opportunities to clients, when suppliers have not
been able to achieve this on their own.

7. 7
IBM Global Technology Services
Procurement area Typical starting position How smart spending can help
Spend under management by Low performers have less than 50% of spend man- Up to 90% or more of spend managed by the pro-
procurement aged by the procurement function curement function to ensure best value obtained
Compliance with procurement Less than 50% compliance, resulting in lost savings 80% to 90% compliance, ensuring most of the negoti-
process and authorized opportunity ated savings goes to the bottom line
suppliers
Ratio of procurement spend On average, companies report a 469%1
return of total Increase the average savings-to-cost ratio to more
savings (reduction and avoid- savings, versus the cost of procurement; low perform- than 700%; individual company ratios may range from
ance) to cost of procurement ers may see less than 100%1
return less than 300% to more than 1,000% return, depend-
ing on industry and specific spend profile
Vendor payment recoveries Limited controls and recoveries From 0.05% to 0.10% of total spend recoveries from
vendors due to errors and other payables leakage
Demand management Ad hoc demand management programs From 5% to 10% demand management savings at a
category level
Samples of the financial benefits possible through smart spending.
Strategic sourcing helps reduce total annual spend
Each division and location of a major international finan-
cial services firm maintained its own supply
programs/contracts, with few standard policies and
enforcement practices. Expense reporting capabilities
and visibility were limited. Working with the client, the
IBM solutions team implemented a strategic sourcing
process for travel agency, airline, hotel, car rental, and
travel and entertainment card. They also implemented a
global delivery system; a standard corporate travel policy;
and a centralized online booking tool that enables visibility
to total spend by business unit, supplier and major geog-
raphy, with enhanced control of spending activity. In addi-
tion, the unified procurement team instituted strategic
sourcing processes and demand management techniques
in the management of the supply base. All of these
activities—including a comprehensive travel policy that
mandated the use of preferred suppliers—resulted in a
17 percent total cost reduction on an annual spend base
of approximately US$30 million.
3. Leverage: building value from the
strengths of others
The third principle of smart spending involves gaining
strategic leverage of procurement spend, resources and infra-
structure, both within the enterprise and with the judicious
use of third-party providers. Leveraging the experience and
reach of third-party providers is helping companies transform
procurement—historically a business function of constant cash
outlay—into a key source of cash and working capital for
improved margins, growth and innovation. An organization’s
one-time purchase could well be available on a provider’s
strategically sourced contract with the same vendor for
the same item at a far superior set of pricing, terms and
conditions.

8. 8 Smart spending: a new approach that can help you optimize your procurement spend
Even large global companies with sophisti-
cated purchasing organizations can gain
additional value by tapping the purchasing,
resource and infrastructure power of an
experienced third-party provider.
Progressive companies also are leveraging third-party
providers’ capabilities to realize superior returns on invest-
ment (ROI), which can be eye-opening at the very least. For
example, IBM Managed Business Process Services for pro-
curement typically drives a 300 percent to 1,000 percent sav-
ings return on the cost of procurement, depending on the
scope of services.
High-stakes savings through high-volume purchasing
Once a company has proper visibility to spend, it must suc-
cessfully aggregate spending across its enterprise and direct it
to a consolidated set of suppliers in order to obtain the most
value (including price, quality and service). While most com-
panies have already aggregated their own spend, smart
spenders look beyond the walls of their own businesses and
selectively use the additional volume leverage of third-party
providers to increase their value. After all, small- to medium-
size companies purchase the same categories of indirect spend
that large global enterprises do, only on a smaller scale.
Tapping into a third-party’s buying power helps level the play-
ing field by giving companies volume rates and boosting their
competitive advantage. A market-leading procurement services
provider like IBM, with more than US$50 billion of managed
spend, can bring additional spend scale and deeper supplier
relationships than a company can achieve on its own.
Skilled resources at your service
In a similar way, businesses must put in place internal efficien-
cies and economies of scale by consolidating and centralizing
shared services buying and payables operations. These internal
shared services operations often can be further leveraged by
using a third-party’s operations hub that provides services to
multiple clients.
For example, while many companies rely on general purchas-
ing experts for a majority of their spend, large providers are
able to invest in specialists in scores of categories, from rental
cars and food services to telecommunications and marketing
expenses. Sharing the skills of such professionals expands your
sourcing team, often from a handful to hundreds of highly
specialized experts. With global networks of suppliers, they
can zero in on your company’s precise needs using suppliers
your company has not had access to in the past.

9. 9
IBM Global Technology Services
Optimized sourcing and supplier management
Tapping the resources of a third-party global provider also can
help secure improved service from your suppliers through the
accumulated expertise of its sourcing professionals and its
larger total managed spend. But such smart spending partner-
ships can offer even greater value. For example, by synchro-
nizing sourcing events (such as invitations to bid) at the
category level, providers can pool multiple clients’ require-
ments. Your company benefits from the provider’s negotiating
strength for better terms, multiplying the effectiveness and
savings across the sourcing process.
Providers that manage an expansive, multi-client supplier base
also can help you detect risky behavior or questionable issues
specific to your enterprise. Better yet, they can resolve them
with the highest level of decision makers, rather than on a
local or regional sales level.
Supplier consolidation helps save on facilities services
A consumer products company with 10 branches in the
U.S. had a $20M annual spend in facilities services and
more than 500 suppliers. In an attempt to improve facili-
ties services management, the client turned to IBM to help
streamline its supply base, standardize processes and
practices across locations, and improve the performance
and efficiencies of the business—all while cutting down on
energy demands and reducing procurement costs.
IBM developed an aggregation model that consolidated all
the facilities services—including building maintenance,
janitorial, security, grounds and some environmental serv-
ices. The team developed key performance indicators
(KPIs) that focused on increasing preventative mainte-
nance while decreasing critical and corrective work
orders, reducing unplanned production and equipment
down time, ensuring safety at the sites, and improving
customer satisfaction. IBM implemented the model in
each location within eight weeks. The client consolidated
its supply base from 500-plus suppliers down to a single
supplier. With the supplier now effectively managing the
facilities, the client has been able to shift essential
resources to core activities. Increasing equipment effi-
ciency also produced a dramatic reduction in energy
demand. KPIs were deployed for all categories and are
measured on a quarterly basis. Within a year, the client
realized cost reductions of 15 percent ($3M).

10. 10 Smart spending: a new approach that can help you optimize your procurement spend
Leading-edge infrastructure you can afford
True value isn’t achieved by volume buying and shared
resources alone. In addition, integrated technologies that
reveal new insights are especially important enablers of
procurement efficiency and effectiveness. To achieve optimal
results, companies must either invest in a fully functional solu-
tion in-house or partner with a third-party provider to aug-
ment their own solution or provide one tailored to their
needs. Companies that remain committed to purchasing/
developing, supporting and maintaining their own data cen-
ters, IT groups, and (often redundant) processes and services
face ongoing capital and support expenses. They also face
costs associated with ramping up and down with demand.
Global provider partners can remove such costly distractions
by using their own sophisticated procurement systems,
processes, tools, personnel and innovative delivery models like
cloud computing. And they are able to rapidly respond to
market changes. Today’s providers’ consolidated transaction
processing centers, for instance, offer low-cost, efficient and
flexible operations activities, including purchase-order pro-
cessing, hands-free transaction monitoring, vender master file
updates and systems administration. Better yet, companies can
tap into these state-of-the-art solutions, as needed, with soft-
ware licenses and implementation fees amortized over the
engagement period.
Smart spending reaps new working capital
Vendors of a global manufacturing company were critical
of perceived delayed payments. But an IBM data analysis
demonstrated that vendors were actually being paid
earlier than their contracts required. The IBM solution
team also found that the company’s vendor master file—
the central, comprehensive database that holds required
information about vendors and determines how they
should be paid—was improperly interfaced with the
payables application, which led to the incorrect payments.
The team replaced the vendor master file and synchro-
nized it with contracted vendor terms, leading to more
consistent and compliant payments. The approach
resulted in a reliable vendor payment schedule with
amended payment terms—and far fewer vendor com-
plaints. And once on-time payment performance
improved, the solution delivered working capital savings
close to 1 percent of the company’s annual spend.
More than savings—top-line growth
Smart spending also can serve to help companies’ top-line rev-
enue growth—not just save money. Highly competent, experi-
enced sourcing strategists understand their markets well and
can secure the best arrangements to support a growth strategy.
But such strategies are not restricted to price alone—there are
many other facets to a supply agreement, any one of which

11. 11
IBM Global Technology Services
may be the key to competitive advantage, market access or
favored relationships. In addition, the appropriate direction of
buying power can lead to enhanced service levels at competi-
tive costs. These can be integrated into improved customer
service experiences for your clients (such as call center satis-
faction). Smart sourcing strategies can even leverage vendor
investments in a direction that enhances differentiation.
As procurement organizations adopt smart
spending, they are better able to measura-
bly improve cash flow and direct it into core
competencies.
Smart spending (through smart sourcing) can also help
enhance revenue growth by nurturing stronger supplier rela-
tions. As experienced procurement officers know, some of the
best competitive market intelligence—and innovation—comes
through friendly suppliers, including some who may have been
treated unfairly by your competitors. A procurement partner
with multiple supplier relationships within and outside your
business sector has access to information and innovative ideas
from unrelated suppliers that can be leveraged for growth in
your company. Further, co-marketing dollars may be available
from suppliers whose brand is strongly aligned with your own.
Robust relationships such as these can bring new clients, but
they need to be handled carefully by experienced professionals
with appropriate business controls to ensure fair value in
sourcing events.
Conclusion
Companies that move beyond traditional sourcing and pro-
curement and embrace smart spending practices have an
opportunity to increase the year-over-year returns they are
already receiving from their own procurement spend practices
and policies, introduce innovation and improve their overall
competitiveness. Such techniques are part of the relentless
move toward a smarter planet—a more connected, results-
driven, data-rich world with systems that are creating elegant
real-world solutions: less traffic, environmentally efficient data
centers, healthier food, cleaner water, safer cities, and wiser
use of company resources.
Executed in partnership with a comprehensive third-party
provider, smart spending can help position your procurement
organization where it belongs—as a tightly integrated link
between your firm’s growth and the vendors that are helping
drive that growth.

12. Please Recycle
For more information
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curement, as well as opportunities to align your payments with
benefits attained, please contact your IBM marketing repre-
sentative or IBM Business Partner, or visit the following Web
site: ibm.com/services/process © Copyright IBM Corporation 2010
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January 2010
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1
Based on data in Cross-Industry Benchmarking: Cross-Industry Metric
Report, Center for Advanced Purchasing Studies, November 2009.
MBW03007-USEN-00